This article talks about the effort by British's Government in reforming the upper echelons of the civil service by readjusting the balance between independence and responsiveness. The article focuses on four issues: the appointment process for senior officials; the level of support provided to ministers; internal accountability and performance management; and external accountability to the legislature, media and public. All the four issues include practices in a range of jurisdicitions such as United States, France and Singapore.
From Facebook to private schools to security guards, citizens are replacing traditional government functions with a "virtual state."
The article pointed out the bizarre similarities between politics and business, how both compete with their opponents by delivering the highest value for whatever they charge, in an environment where people increasingly have more say as to whether they're willing to buy it at all. Governments in fact have been facing non-virtual commercial competition for quite some time and losing. Examples include the fact that there are more private security guards than police nationwide, as well as the provision of education by the private sector. We are now living in a world of "government" that people can opt in or out of as they choose, as commercial alternatives are becoming more and more attractive. This emergence of “virtual states” threatens the rule of the government, and governments are now forced to join them in the competition and develop their own strategies.
From a vision to your people, the foundation for shaping -- or changing -- your organization.
Harvard Business Review writes about the 6 key components of an organisation’s culture. Identifying and understanding these 6 components more fully can be the first step to revitalizing or reshaping culture. The 6 components are: 1. Vision - The vision or mission statement is the cornerstone of a great corporate culture. These simple phrases guide a company's values and provide it with purpose which in turn, orients every decision employees make. 2. Values - A company's values form the core of its culture. While a vision articulates a company's purpose, values offer a set of guidelines on the behaviors and mindsets needed to achieve that vision. 3. Practices - Values are of little importance unless they are enshrined in a company's practices. 4. People - No company can build a coherent culture without people who share its core values. It is often as important to recruit the right type of people that can fit into the corporate culture. 5. Narrative - Any organization has a unique history — a unique story. The ability to unearth that history and craft it into a narrative is a core element of culture creation. 6. Place – The design of a place affects culture. For example, open architecture is more conducive to certain office behaviors, like collaboration.
Hitherto, the pronouncements by the Government on its economic plans, and what it will take to realise those goals, have been addressed to private sector firms and to private sector labour.
This article brings out the importance for the Government and not only the private companies to increase productivity and efficiency. Topics like "Productivity in Government", "A problematic dichotomy", "Right-sized and smarter public sector" and "Rethink sector champions" are being discussed. The article then conclude that there is a need to ensure that bureaucratic and policy inertia is held in check. Thus the Government needs to cooperate with the private economy to increase economic growth, rather than just dependig on the private economy.
This article interestingly brings out the power of failure. The author refers to a few case studies and economic terms to show how failing might bring us surprise. Creativity is one of the surprise that comes in when one misjudge the nature of the task and is force to solve the situation. However, it is also noted that most people would not be willing to concede to the fact that their lofty achievements came about by failing a certain task rather than through careful planning.
Smarter cities leaders have the tools to analyze data for better decisions, anticipate problems to resolve them proactively and coordinate resources to operate effectively.
A city is made up of: Infrastructure, operations (planning and management) and people. Operations means building and carrying out ways for a city to realize its full potential for while maintaining efficient day-to-day operations, infrastructure services make a city "livable" while human services support the needs of the citizen as an individual, both as developmental foundations and as social assistance. A city that relies on support for and among these three elements will become a smart city. Smarter cities drive sustainable economic growth and prosperity for their citizens. Their leaders have the tools to analyze data for better decisions, anticipate problems to resolve them proactively and coordinate resources to operate effectively.
Steven Pearlstein is a Washington Post business and economics columnist and a professor of public and international affairs at George Mason University. Careening from debt-ceiling crisis to...
This article discusses the major issues in the debate pitting capitalism against statism. The author contents that the question is not on how much the Government does but rather whether the Government does it right. The Government is needed to control private companies from going the wrong track for the sake of short term gain or monetary temptation.
This article touches on the issue of political innovation and political design. It mentions and elaborates on three broad types of future political systems which are labelled Plethocracy, Datocracy and Machinarchy. Each of these was a projection employing emerging technologies and concepts to construct governance systems that might perform better than the contemporary territorially-bound state with its typically tripartite, internally-countervailing representative systems in providing for the three governance imperatives in the context of current and emerging governance challenges.
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